Were the poor members of the Judicial Service Commission - and their long-suffering staff - ever to encounter my curriculum vitae, they will swiftly arrive at a terrible conclusion: while my confidence as a legal practitioner (though not a litigator of any kind of note) is unparalleled, my determination to eschew and elide many of their foibles and customs will horrify them to their very core. It is only this past week that I have had a chance to reacquaint myself with the expression "judgment per incuriam" and only because I was curious to confirm whether memories from twenty-one years ago were sharp as a tack or blunt as butterknife. I'll spare you the mystery: the memories are as blunt as a butterknife.
There was a recognition of the place of Gen Z in the judiciary. One of the members of the interview panel; declared that they form the majority of the workforce. The interviewers were obsessed with the question of how interviewees would manage this cohort of workers and it brought to my mind a sense of dread. No matter how had it has tried to demystify itself in the eyes of the public, the judiciary is stultifyingly bureaucratic, pigeonholing different cadres in neat boxes and bestowing on them qualities that satisfy the decision to pigeonhole them in the first place. I am, as my elected representatives tend to put it, of a contrary opinion.
All organisations have distinct cadres, with unique attributes and needs, and whose recruitments was undertaken to meet distant institutional needs. The aim of the institutional human capital development system is to forge them into a team and point them in the same direction. Institutional needs supersede demographic identities. Since the fateful anti-Finance-Bill-2024 "Gen Z protests", this demographic has been imbued with mysterious powers and bestowed with inexplicable needs, instead of seeing them as part of the continuum of public officers, an unbroken thread of recruits going back tot he founding of the Kenyan civil service. If change is to visit the judiciary, the change is to visit all cadres and hierarchies of the judiciary, to bring old doggies up-to-date with the artificial intelligence and ChatGPT world, and acculturate the Gen Z whippersnappers into the mysteries of the civil service. The aim, as always, is to forge a united workforce that is dedicated to achieving the institutional mission.
But in a Government festooned with buzzwords and "it" catchphrases, certain traditions are no longer followed, and the consequences are there to see: unhappy cadres at all levels of the civil services, dissatisfied at work, yet unable to depart for greener pastures because the world out there is wildly competitively cutthroat and only the most ruthless survive. Career in the "private sector" are quite often short-lived; the days of working for a single employer all through ones career are over. Indeed, more young people work more side hustles in a year than certain kinds of civil servants have done for thirty-five years.
And so in order to try and recreate customs long dead, there is a terrifyingly stuck-in-place generation of jurists who still cling onto a world where lawyer, and the advocates they became, memorised Latin phrases even if they no longer held onto the meaning behind the phrases. I could give you a reasoned explanation of why a court decision is considered invalid or not binding because it was made in ignorance or forgetfulness of a relevant statute or a binding precedent, leading to a demonstrably wrong conclusion, and why such a wrong decision would not be considered as precedent-setting. But I would not think it necessary, unless someone was truly determined to resurrect Cicero, to fall back on per incuriam to make my case.
Customs, particularly the customs of professions, must evolve. It is the only way that practitioners can keep up with a changing world. Principles, on the other hand - truth, justice, integrity, professionalism, hard work, dedication, honour - all those must hold strong. But, like the wigs and robes of yore, if you cling onto the wrong customs, you will draw the wrong lessons about the different cadres in your institution, and fall under the spell of catering to the needs of small, ill-defined fiefdoms - instead of building an effective institution to achieve a singular mission.